Figure 1: The Leading Population Health Framework (LPHF) is based on a leadership philosophy and three necessary transformations.

Transforming self and interpersonal relationships requires
competencies in thinking, deciding, connecting, and leading.
Transforming teams and collaboratives requires competencies in
building teams, solving problems, and achieving impact. Transforming
organizations and communities requires designing healing and learning
organizations, mobilizing and engaging communities, pursuing health
equity, and deploying data science—the art and science of
transforming data into actionable knowledge. Transforming complex
social systems requires experimentation, learning, innovation, and
continuous improvement. At the San Francisco Department of Public
Health, Population Health Division we have adopted the
population health lean leadership
philosophy.1 For a holistic, integrated summary see Figures 2.

Figure 2: The Leading Population Health Framework (LPHF) is based on a leadership philosophy and three necessary transformations.

The LPHF (Figure 2) is nothing original: it is our synthesis of what
we have learned from the ingenuity, grit, and resilience of
communities, staff, and colleagues from around the world. At center
is the lean leadership philosophy that promotes scientific
reasoning, PDSA problem-solving, leader standard work, and alignment
to purpose and values. Starting with self, leader standard work is
developing people to solve problems and improve performance.

At the top triangle is transforming organizations and
communities. Pioneered in San Francisco, the Community Action
Model (CAM) is a community-based participatory approach that changes
social policy through youth leadership development and policy
action.4 The CAM has led to
tremendous success in tobacco control policy achievements in San
Francisco (see http://sanfranciscotobaccofreeproject.org/.).

At center of the top triangle is population health data science
(PHDS) is the art and science of transforming data into actionable
knowledge to improve health. Actionable knowledge is knowledge that
influences, informs, or optimizes decision making. PHDS supports
decision quality. PHDS has five analytic domains: (1)
description: measuring the burden of risk factors and outcomes;
(2) prediction: early targeting of prevention and response
strategies; (3) explanation: testing causal pathways for designing
prevention strategies, and discovering and testing new causal
pathways; (4) simulation: modeling processes for epidemiologic and
decision insights; and (5) optimization: optimizing
decision-making, priority-setting, and resource allocation.

At first, Figure 2 may seem overwhelmingly complex—it is! Instead,
start with Figure 1. Try it on for size. When ready, return to
Figure 2 and start with “transforming self and inter-personal
relationships.” To “be the change you wish to see in the
world”5 you must commit to lifelong learning, critical
self-reflection, and transforming self and interpersonal
relationships. Before designing and leading change, we must be open
to changing self. Transformation is an iterative journey. While you
do not need a road map to take a journey, sometimes it helps.

Peruse the full document (link below). Experiment. Ask questions. Give
us feedback. How can we improve?

Although this quote has been attributed to Mahatma Gandhi, what he actually said was “If we could change ourselves, the tendencies in the world would also change. As a man changes his own nature, so does the attitude of the world change towards him. … We need not wait to see what others do.” (source: NY Times, 2011, https://nyti.ms/2koF6gI )
^